Leadership

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Transcript of Leadership

LeadershipLeadership vs managementLeaders are intuitive, more visionaryLeaders are primarily Concerned with resultsLeaders obtain power from belowphysical appearanceintelligenceself-confidence- may be defined as the process of guiding and directing the behavior of people in the organization in order to achieve certain objectiveswhat good leaders have in common?informal leadershipCoercive powerlegitimate powerReward powerFormal leadershipManagers are rational problem solversManagers are concerned with the efficiency of resultsManagers obtain theirs from aboveManagers perform other administrative function such as planning, organizing, decision-making and communicatingKinds of Leadership- is where a person is officially designated as the leader of a group- motivate the members of the team to carry out their tasks of their abilities.- this informal leader does not hold any position of formal authority or power over the peers choosing to follow their lead but can influence the decisions of othersexpert powerReferent powerpower and the leader- the main concern of a leader is the influence people to behave as he wants them toposition power- is that power derived as a consequence of the leader's position- also referred to as authority this power emanates from a person position in the organization- this power emanates from one's ability to grant rewards to those who comply with a command or request- this power arises from the expectation of subordinates that they will be punished if they do not conform to the wishes of the leaderpersonal power- the leader's personal power results from his personal characteristics- an expert who possess and can dispense valued information generally exercise expert over those in need of such information- this power refers to the ability of leader to develop follower from he strength of their own personalitiestheories of leadershiptrait theories- has pattern of actions used by different individuals determines leadership potential- proposing specific behaviors differentiate leaders from non-leaderssociabilitypersistenceinitiativeknowing how to get things doneself-confidence- focus on identifying critical behavioral determinants of leadership that, in turn, could be used to train people to become leadersalertness to and insight into situationscooperativenesspopularityadaptabilityverbal facilityAttributes:factors:extraversionconscientiousness- individuals who like being around people and are able to assert themselvesopennesswhat good leaders have in common?emotional intelligence- individuals who are disciplined and keep commitments that they make- individuals who are creative and flexible- individuals who are able to understand and manage their personal feelings and emotionsbehavioral theorybehavioral leadership studiesthe ohio stateuniversity studies- sought to identify independent dimensions of leader behavior initiating structureconsideration- to extend to which a leader is likely to define and structure his or her role and those of subordinates in the search fro goal attainment- the extent to which a leader is likely to have job relationship characterized by mutual trust, respect for subordinates ideas, and regard for their feelingsthe university of michigan studies- sought to identify the behavioral characteristics leaders related to performance effectivenessemployee orientedproduction oriented- emphasizing interpersonal relation; taking a personal interest in the needs of employees and accepting individual differences among members- one who emphasizes technical or task aspects of the jobthe yukl studiesGary M. YuklPerformance EmphasisConsiderationPraise-RecognitionDecision-ParticipationTraining-CoachingProblem-SolvingWork FacilitationInspirationStructuring Reward ContingenciesAutonomy DelegationRole ClarificationGoal SettingInformation DisseminationPlanningCoordinatingRepresentationInteraction FacilitationConflict ManagementCriticism DisciplineThe managerialgridRobert Blake&Jane Mouton- composed of five different leadership styles. These styles were a relation between a manager's concern for people, concern for production and his motivationContingency theories- successful leadership occurs when the leader's style matches the situationcontinuum of leadership behavior- consists of seven alternative ways for managers to approach decision making, depending on how much participation they want to allow subordinates in the decision making processRobert TannenbaumWarren Schmidtthree factors:forces inthe manager- consists of the manager's background, knowledge, values, and experienceforces insubordinates- The leadership style of greater participation and freedom can be exercised by the manager if the subordinates:are craving for independence & freedom of actionwant to have decision making responsibilityidentify with the organization's goalsare knowledgeable & experienced enoughhave experience with previous managersforces inthe situation- organization's preferred style, the specific work group, the nature of the group's task, the pressures of time, and environmental factorsthe contingencyleadership model- proposes that effective group performance depends on the proper match between the leader's style and the degree to which the situation favors the leadersFredFiedlerleader-member relations- degree of confidence, trust and respect the followers in their leader task structure- extent to which the tasks the followers are engaged in are structuredposition power- power inherent in the leadership positionthe path-goal model- states that the leader's job is to create a work environment through structure, support, and rewards that helps employees reach the organization's goalsRobert HouseLeader identifies employee needsAppropriate goals are establishedLeader connects rewards with goalsLeader provides assistance on employee path towards goalsEmployees become satisfied and motivated, and they accept the leaderEffective performance occursBoth employees and organization are better able to reach their goalsFour leadership behaviorsDirective LeaderSupportive LeaderParticipative LeaderAchievement-oriented Leaderthe hershey-blanchard situational leadership theory- suggests that a leader's style should be determined by matching it with the maturity level of each subordinatePaulHersheyKenneth Blanchardcontingency theoriesThe leader-memberexchange approachGeorge Graen- recognize that leaders develop unique working relationships with each group memberNormative decision model- aka "the leader participation model" & "decision making model of leadership"Victor VroomArthur JagoBased on the followingassumptions:the leader can accurately classify problems according to the criteria offeredthe leader is able and willing to adapt his or her leadership style to fit the contingency condition he or she facesthe leader is willing to use a rather complex modelthe employees will accept the legitimacy of different styles being used different problems, as well as the validity of the leader's classification of the situational handmuczyk-reimann model- it suggests that 'participation' behavior is concerned with the degree to which subordinates are allowed to be involve in decision makingFour Leadership Styles:The directive autocratThe permissive autocratThe directive democratThe permissive democratFour Leadership Styles:DirectingCoachingSupportingDelegating